UNIVERSITY OF CUMBRIA LEADERSHIP AND MANAGEMENT DEVELOPMENT STRATEGY HUMAN RESOURCES SERVICE

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "UNIVERSITY OF CUMBRIA LEADERSHIP AND MANAGEMENT DEVELOPMENT STRATEGY HUMAN RESOURCES SERVICE"

Transcription

1 UNIVERSITY OF CUMBRIA LEADERSHIP AND MANAGEMENT DEVELOPMENT STRATEGY HUMAN RESOURCES SERVICE NB. This strategy is available on the University of Cumbria website and it should be noted that any printed copies are uncontrolled and cannot be guaranteed to constitute the current version of the policy POLICY SCHEDULE Policy title Policy owner Policy lead contact Approving body Leadership & Management Development Strategy Human Resources Human Resources UEG, EPC Date of approval Date of implementation February 2015 Version no. 1 Related Guidelines, Procedures, Codes of Practice etc. Review interval Learning & Development Strategy, Research Strategy, Academic Strategy Three years 1 P age

2 Contents 1. Introduction 3 2. Local & National Context 4 3. UoC Context 4 4. UoC Leadership & Management Development Programmes 5 5. Responsibilities of Line Managers 7 6. UoC Responsibilities 7 7. Way Forward 8 8. Measures of Success 8 9. Review & Monitoring 9 Appendix 1 - UoC Leadership & Management Development Strategy Action Plan Appendix 2 - UoC Leadership & Management Framework 2 P age

3 LEADERSHIP AND MANAGEMENT DEVELOPMENT STRATEGY 1.0 INTRODUCTION 1.1 This Leadership & Management Development Strategy outlines the University s approach towards leadership and management. The Strategy is based upon a belief that a well led and engaged workforce has a positive impact upon the quality of our student expereince and provides for greater levels of staff satisfaction with all the benefits entailed. 1.2 The University recognises that the need to improve leadership and management skills is particularly acute in the current economic climate. It is acknowledged that excellent leadership and management skills are the key to increasing the efficiency of the University and in exploiting new business opportunities. Strong leadership and management is a key factor in transforming the University and unlocking the potential of the workforce in order to ensure that the University has the right strategies to drive service and workforce productivity. 1.3 The University s Leadership and Management Development Strategy aims to reach all leaders and managers from Executive Board members through to frontline supervisors i.e. all line managers with a responsibility for staff and resources. It recognises that the most junior supervisors and team leaders have a part to play in the delivery of a harmonious, motivated and productive staff and that more senior managers have a key role in leading and managing this strategically and in acting as role models in their leadership behaviours The Leadership & Management Development Strategy contained within this document has 5 main purposes: To support the strategic objectives of the University To promote a culture that values leadership and management To support the innovation and research agenda of the University To offer a coherent framework that brings together the principles of leadership and management within the University To develop a culture that supports line managers in enabling them to motivate and inspire teams in order to attain the highest possible standards for students 1.5 The Leadership and Management Development Framework is aligned to this Strategy and will enable line managers to develop the knowledge and skills to respond to the challenges of modernisation. 1.6 This Leadership & Management Development Strategy is aligned with and supports the University s Research Strategy, Workforce Strategy and Learning & Development Strategy. The Strategy is underpinned by our Core Values and is structured around our strategic objectives. Our key principle is for leadership at all levels to be linked directly to the delivery of our strategic aims, vision and objectives. 3 P age

4 2.0 LOCAL AND NATIONAL CONTEXT The scale and pace of change in the HE sector is unprecedented. Delivering on the transformation agenda which is so vital for the University requires leaders and managers with excellent business critical skills and knowledge. This requires the University to be responsive, dynamic and self-renewing. Our leaders and managers are expected to seek and create new opportunities to innovate, transform and modernise the University. Having effective leaders and managers who consistently exceed the demands of their roles is not an optional extra but it is now an organisational imperative if the University is to meet the significant challenges over the next 5 years The challenge for leaders and managers to deliver top-quality responsive services against a challenging economic environment with heightened student expectations and an ever increasing regulatory environment is enormous. Some of the key internal and external drivers that leaders and managers need to understand and proactively respond to over the next 5 years are outlined in the table below. INTERNAL DRIVERS Transformation programme Being a sustainable organisation Strategic objectives Business plans Core Values & behaviours EXTERNAL DRIVERS Economic challenges / student expectations Increased competition Government policy / HERA / HEFCE NSS / performance Indicators Student expectations The University recognises that increased competitive pressures within the HE sector, and growing student expectations highlights the need for effective leaders and managers. Achieving and sustaining improvements will require greater emphasis on leadership and management styles and skills with a depth of change management capability from individual, team and organisational levels The University aims to continue to develop leadership and management capability that yields commitment, initiation and of change and supports the reshaping of and services focused on enhancing the student experience. 3.0 UOC CONTEXT The provision of high quality leadership and management at all levels within the University will contribute to the achievement of our strategic goals given the people centred nature of our activities and how we deliver high quality services to our students and other stakeholders. 4 P age

5 3.1.2 The University is operating within an environment that is increasingly demanding and characterised by higher expectations on the part of our students and other partner agencies. The various drivers of change outlined by the Burke-Litwin model below emphasises the key role of leaders in the current environment. Leaders are required to have a good understanding of the external environment, contribute in developing a solid strategy and enhance their leadership skills. Leaders must also create the right organisational culture required to enhance individual and organisational performance. Burke-Litwin: Understanding Drivers for Change (1992) Excellent leadership and management will be required to both deliver the changes associated with the HE reform agenda and the transformation of the University. This Leadership and Management Development Strategy will enable line managers to develop the key skills and knowledge required to ensure that UoC excels and is a sustainable organisation. 4.0 UOC LEADERSHIP & MANAGEMENT DEVELOPMENT PROGRAMMES The University is committed to the provision of a wide range of opportunities that will support the of highly effective leaders and managers. This Strategy acknowledges the vital role that leaders and managers play in developing a lifelong learning culture where all learning is valued. Leaders and managers are expected to be effective role models in the area of learning and and will seek to develop their own competences in these functions as well as foster growth in others Our leadership and management have been developed to support our Leadership & Management Framework and are based on the requirements of our strategic objectives as captured within our Annual Operational Plans and business plans The 5 levels of leadership and management at UoC in the table below provides a single overarching framework for the leadership and management of all UoC line managers irrespective of discipline, role or function. It encourages frontline academics to develop leadership skills together with non-academic managers. This will enable academics to work in collaboration with managers and develop leadership skills and knowledge and behaviours required to drive continual improvement. 5 P age

6 LEADERSHIP/ MANAGEMENT LEVELS DELIVERY METHOD EXPECTED OUTCOMES Level 5 Very Senior Leaders UEG Directors (with university wide responsibilities) External & internal facilitated Online strategic thinking excellent leadership & vision role model leadership behaviours transformational leadership employee relations Level 4 Strategic Leaders Deputy Deans Heads of Departments / Services, Associate Directors, Grade 9 & 10 leaders External & internal facilitated Online strategic thinking personal effectiveness operational excellence commercial awareness excellent people management skills employee relations Professors Level 3 Operational Leaders Grade 7 & 8 Line managers Internal facilitated Online strategic awareness personal effectiveness operational excellence employee motivation & engagement excellent people management skills employee relations Level 2 Team Leaders & Supervisors Grade 5 to 6 Line managers (Team Leaders, Supervisors) Internal facilitated Online personal effectiveness operational excellence employee motivation & engagement excellent people management skills self- employee relations Level 1 Informal Leaders Aspiring Team Leaders & Supervisors Internal facilitated motivation & engagement self- Online NB contents of the will be different for the different levels above. The 5 levels reflect the different levels of management within the University 6 P age

7 4.1.6 The basis of delivery for our is a ratio of 70/20/10. 70% of learning and about leadership and management will take place via real work experiences. 20% will be via ongoing feedback from coaching, mentoring, action learning and 360 assessments and 10% will be from training. Our will build on the established fact that more leadership and management occurs within the context of work. As part of that context senior managers will need to take an active role in the of the existing and next generation of UoC leaders The Sustainable Leadership Development programme for staff at grades 7 and above will be reviewed on an annual basis to ensure it meets our leadership requirements. It is envisaged that the will lead to improved business performance, improved employee engagement and it will enhance the abilities of line managers in attaining the strategic objectives of the University. 5.0 RESPONSIBILITIES OF LINE MANAGERS The continuing challenge of HE reforms and economic climate requires highly skilled line managers at all levels. Leadership and management is therefore a priority activity to which all leaders and managers will be expected to commit sufficient time and effort concentrating on developing their own talents and those of other team members. UoC senior leaders and managers will lead by example and demonstrate their commitment to lifelong learning and The primary responsibility for improving leadership and management skills rests with the individual and their line manager using a partnership approach which balances the performance needs of the University and the needs and career aspirations of the individual. All line managers are expected to have a personal plan that is SMART (specific, measurable, realistic and time bound) and links directly to the strategic objectives of UoC and the objectives of the department. Line managers will be supported in meeting their prioritised needs by having access to the listed in appendix Every line manager has a responsibility for enhancing their skills and knowledge and all managers are expected to coach and develop their employees in order to deliver performance improvement. Every line manager is expected to take ownership for their own performance and on an ongoing basis. 6.0 UOC RESPONSIBILITIES In order to maintain our position as a sustainable University, leaders and managers need to keep their skills and knowledge at optimum levels to cope with the speed of change. Line managers need to embed learning, coaching and performance improvement into all aspects of UoC life, creating a true learning organisation where every challenge brings an opportunity for learning and therefore improving how we perform. 7 P age

8 6.1.2 The University recognises its responsibility for ensuring that the skills and capabilities of leaders and managers at all levels are effective and aligned to the organisation s strategy. UoC will review skill requirements on an annual basis through Faculty and Professional Services training and workforce plans and outcomes of personal plans. Appropriate funding will be provided for suitable leadership and management and line managers will be expected to undertake appropriate. 7.0 WAY FORWARD Improving leadership and management capability is an issue that the University cannot afford to ignore if it is to achieve long-term success. There is no question that good leadership and management can have a truly significant impact on organisational performance both in the intermediate and longer term The University faces significant challenges over the next few years and it is imperative for leaders and managers to enhance their skills and knowledge in order for UoC to be better placed to respond effectively to these challenges Each year the University will review its leadership succession challenges and leadership plans through a Leadership and Development Steering Group. This will be informed by the strategic objectives and annual business plans of the University, the outputs from PDRs and other related career and performance conversations The success of this Leadership and Management Strategy will be judged by the extent to which it delivers on the key implementation measures within the action plan and supports the University in attaining its business and strategic objectives. 8.0 MEASURES OF SUCCESS We will measure the success of this Leadership & Management Development Strategy through an assessment of both qualitative (outcomes) and quantitative (outputs) measures Qualitative Measures (Outcomes) The following measures will allow for a qualitative assessment of the success of this strategy. Regular review of feedback sheets received from participants attending leadership and management Effective management and delivery of organisational change Demonstrable evidence of leaders/managers meeting the values and indicative behaviours of the leadership & management framework Demonstrable evidence of leaders/managers driving required workforce change in a timely and successful manner Effective partnership working across the University Views from trade unions and other staff at appropriate UoC forums e.g. JNCC, Academic Board, UMT, Equality, Diversity, Health & Wellbeing steering group Informal views from staff and other key stakeholders 8 P age

9 8.1.3 Quantitative Measures (Outputs) The following measures will allow for a quantitative assessment of the success of this strategy. Feedback from the bi-annual staff survey will show a year on year improvement in staff perception of the quality and quantity of leadership and management. Feedback from the annual national student survey (leadership and management elements) Investors in People (IiP) - leadership and management silver accreditation within three years Leadership & management awards Number of managers and leaders attaining membership grades of the Chartered Management Institute (CMI) or ILM, demonstrating that they are performing to recognised management standards Number of leadership and management accredited by the Institute of Line Management (ILM) Effective management and delivery of organisational change Number of management positions filled by internal applicants Significant progress in attaining our strategic objectives 9.0 REVIEW AND MONITORING The Leadership & Management Development Strategy will be monitored on a regular basis by the Leadership and Development Steering Group. An annual report will be produced every August and the Strategy will be reviewed in 3 years time. 9 P age

10 APPENDIX 1 LEADERSHIP & MANAGEMENT DEVELOPMENT ACTION PLAN ACTIONS EXPECTED OUTCOMES LEAD (S) TIMESCALE 1. Develop a network of appropriately qualified coaches and mentors for line managers 2. Develop e-learning leadership/manage ment for line managers 3. Organise topical one off seminars with appropriate guest speakers Personal effectiveness Coaching approach to leadership Opportunity for self Enhanced leadership/manage ment skills Enhanced skills Networking opportunity HR 31/03/15 HR 31/03/15 HR Minimum of 4 pa 4. Organise 360 degree leadership assessment tool for corporate leaders Personal effectiveness Opportunity for self -reflection HR May each year 5. Develop a database of internal facilitators Effective use of internal expertise HR 31/03/15 6. Conduct annual review of business plans to identify leadership requirements Alignment to UoC strategic priorities HR June each year 7. Conduct annual review of PPDR summary outcomes to identify leadership & management requirements Alignment of to Uoc priorities Ensures fit-forpurpose HR June each year 8. Develop and publish a UoC prospectus of Awareness of Facilitate process for line managers to attend HR 31/12/14 10 P age

11 APPENDIX 2 LEADERSHIP & MANAGEMENT FRAMEWORK 1. Personal Effectiveness Self-assessment & needs analysis Time-management; Planning & Prioritising Effective communication & interaction Emotional Intelligence & Personal Impact Professional Skills Sets (networking, negotiating, persuasion & influencing, developing resilience) 2. Operational Management Effective HR practice (key HR policies) Data Protection and F.O.I Financial Management Skills (commissioning & procuring services, managing finance & working with budgets) People Management Skills (preventing & managing conflict, giving & receiving difficult & constructive feedback, PPDR and performance management) Strategy & Planning 3. Leadership in Practice Mentoring others Leading vs. Managing Teams Customer First: Developing Customer Service Excellence Partnership Working Promoting & Supporting Internationalisation 4. Leading Change Creativity, Innovation & Problem-solving Digital Literacy for Leaders & Managers Leafing Research & Enterprise Activity Managing Change in H.E. Project Management Professional sessions around these 4 key themes will be delivered by both internal and external resources, depending on topic and will consist of online self-study materials and face-to-face workshop sessions 11 P age

Leicestershire Partnership Trust. Leadership Development Framework

Leicestershire Partnership Trust. Leadership Development Framework Leicestershire Partnership Trust Leadership Development Framework 1 Leadership Development Framework Introduction The NHS in England is facing a period of substantial change in light of the recent Government

More information

Organisational and Leadership Development at UWS

Organisational and Leadership Development at UWS Organisational and Leadership Development at UWS Context The University of Western Sydney s (UWS) leadership development framework is underpinned by the recognition that its managers and leaders have a

More information

ROLE PROFILE & PERSON SPECIFICATION. Organisational Development Manager

ROLE PROFILE & PERSON SPECIFICATION. Organisational Development Manager Page 1 of 6 ROLE PROFILE & PERSON SPECIFICATION Organisational Development Manager 1. RESPONSIBLE TO: Associate Director of Learning & Organisational Development 2. RESPONSIBLE FOR : The Workforce Development

More information

PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN IRELAND

PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN IRELAND PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN IRELAND DRAFT JULY 2011 PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN

More information

HR Enabling Strategy 2012-2017

HR Enabling Strategy 2012-2017 This document is yet to be put into corporate format but this interim version can be referred to for the time being. Should you have any queries, please refer to Sally Hartley, University Secretary, x

More information

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant

More information

CHANGE MANAGEMENT PLAN

CHANGE MANAGEMENT PLAN Appendix 10 Blaby District Council Housing Stock Transfer CHANGE MANAGEMENT PLAN 1 Change Management Plan Introduction As part of the decision making process to pursue transfer, the Blaby District Council

More information

ROLE PROFILE. Performance Consultant (Fixed Term) Assistant Director for Human Resources

ROLE PROFILE. Performance Consultant (Fixed Term) Assistant Director for Human Resources ROLE PROFILE Job Title Reports to Service area No. of staff responsible for Budget responsibility ( ) Performance Consultant (Fixed Term) Assistant Director for Human Resources HR 0 None Purpose of Job

More information

the Defence Leadership framework

the Defence Leadership framework the Defence Leadership framework Growing Leaders at all Levels Professionalism Loyalty Integrity Courage Innovation Teamwork Foreword One of the founding elements of Building Force 2030, as outlined in

More information

NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY. Version Date: 18 November 2014 Approved by: Human Resources Committee

NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY. Version Date: 18 November 2014 Approved by: Human Resources Committee NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY Version Date: 18 November 2014 Approved by: Human Resources Committee HUMAN RESOURCES STRATEGY 1.0 Introduction 1.1 The merger of Aberdeen and Banff

More information

People & Organisational Development Strategy

People & Organisational Development Strategy 2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global

More information

Andrew Bratt, Assistant Director Human Resources, Resources and Quality Assurance abratt@gmc-uk.org, 0161 923 6215

Andrew Bratt, Assistant Director Human Resources, Resources and Quality Assurance abratt@gmc-uk.org, 0161 923 6215 Agenda item: 21 Report title: Report by: Action: People Strategy- Leadership and Management Andrew Bratt, Assistant Director Human Resources, Resources and Quality Assurance abratt@gmc-uk.org, 0161 923

More information

Organisational Development Strategy 2012-2014. Proactively aligning our culture to our purpose

Organisational Development Strategy 2012-2014. Proactively aligning our culture to our purpose Organisational Development Strategy 2012-2014 Proactively aligning our culture to our purpose Organisational Development Strategy Foreword The higher education sector is undergoing significant changes,

More information

Performance Management Consultancy

Performance Management Consultancy Performance Management Consultancy Facilitating performance improvements through an effective performance management process What are the challenges? While every organisation has performance management

More information

Organisational Development Improvement Strategy 2009-2011 Delivering results through our people

Organisational Development Improvement Strategy 2009-2011 Delivering results through our people Organisational Development Improvement Strategy 2009-2011 Delivering results through our people 1 Index Page No Foreword 3 What is Organisational Development? 4 Organisational Development- Driving change

More information

LSE Knowledge Skills and Behaviours Framework for managers and leaders Guidelines

LSE Knowledge Skills and Behaviours Framework for managers and leaders Guidelines LSE Knowledge Skills and Behaviours Framework for managers and leaders Guidelines Contents Introduction 2 A guide to the KSB framework 3 LSE Leadership and Management: 3 Behaviours LSE Leadership and Management:

More information

Learning & Development Framework for the Civil Service

Learning & Development Framework for the Civil Service Learning & Development Framework for the Civil Service 2011-2014 Table of Contents 1. Introduction & Background... 1 2. Key Objectives and Actions arising... 3 3. Framework Objectives... 4 3.1 Prioritise

More information

REPORT OF THE SERVICE DIRECTOR - HUMAN RESOURCES AND CUSTOMER SERVICE

REPORT OF THE SERVICE DIRECTOR - HUMAN RESOURCES AND CUSTOMER SERVICE Report to Personnel Committee 26 September 2012 Agenda Item: 6 REPORT OF THE SERVICE DIRECTOR - HUMAN RESOURCES AND CUSTOMER SERVICE INVESTORS IN PEOPLE RE-ACCREDITATION Purpose of the Report 1. The purpose

More information

Blackburn College Teaching, Learning and Assessment Strategy. 25 August 2015

Blackburn College Teaching, Learning and Assessment Strategy. 25 August 2015 Blackburn College Teaching, Learning and Assessment Strategy 25 August 2015 1 Introduction This document provides a Teaching, Learning and Assessment Strategy covering all of the College s Further Education

More information

The People Skills of Management a three day programme for managers and leaders

The People Skills of Management a three day programme for managers and leaders The People Skills of Management a three day programme for managers and leaders What is this seminar about? This three-day programme provides you with a unique opportunity to accelerate the development

More information

leadership and management strategy 2009-2012

leadership and management strategy 2009-2012 leadership and management strategy 2009-2012 Foreword During the last twelve months we have engaged in discussions with key Leaders and Managers from across the Belfast Trust to inform the development

More information

Setting Standards Achieving Success

Setting Standards Achieving Success Setting Standards Achieving Success Resolve F1 customer service problems Manage a project B5 Provide B10 leadership for your team Manage risk F5 team E14 Support E1 Manage a budget team and virtual working

More information

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1 City and County of Swansea Human Resources & Workforce Strategy 2013-2017 Ambition is Critical 1 Delivering quality services for a safer, greener, smarter, fairer, healthier, richer Swansea Executive Summary

More information

EAST AYRSHIRE COUNCIL CABINET 23 JANUARY 2013 ORGANISATIONAL DEVELOPMENT STRATEGY. Report by Executive Director of Finance and Corporate Support

EAST AYRSHIRE COUNCIL CABINET 23 JANUARY 2013 ORGANISATIONAL DEVELOPMENT STRATEGY. Report by Executive Director of Finance and Corporate Support EAST AYRSHIRE COUNCIL CABINET 23 JANUARY 2013 ORGANISATIONAL DEVELOPMENT STRATEGY Report by Executive Director of Finance and Corporate Support 1. PURPOSE OF REPORT 1.1 The purpose of this report is to

More information

SUBJECT: Talent Management Strategy 2016 2020. Councillor Sandra Walmsley (Cabinet Member for Resources and Regulation)

SUBJECT: Talent Management Strategy 2016 2020. Councillor Sandra Walmsley (Cabinet Member for Resources and Regulation) REPORT FOR DECISION DECISION OF: CABINET DATE: 13 APRIL 2016 SUBJECT: Talent Management Strategy 2016 2020 REPORT FROM: Councillor Sandra Walmsley (Cabinet Member for Resources and Regulation) CONTACT

More information

LEARNING, TEACHING AND ASSESSMENT STRATEGY MAXIMISING ACHIEVEMENT: THE TRANSFORMATION OF LEARNING, TEACHING AND ASSESSMENT

LEARNING, TEACHING AND ASSESSMENT STRATEGY MAXIMISING ACHIEVEMENT: THE TRANSFORMATION OF LEARNING, TEACHING AND ASSESSMENT LEARNING, TEACHING AND ASSESSMENT STRATEGY 2012-2017 MAXIMISING ACHIEVEMENT: THE TRANSFORMATION OF LEARNING, TEACHING AND ASSESSMENT Strategy approved by Academic Council, November 2012 Introduction and

More information

INVESTORS IN PEOPLE REVIEW REPORT

INVESTORS IN PEOPLE REVIEW REPORT INVESTORS IN PEOPLE REVIEW REPORT Lower Farm Primary School Page: 1 of 13 CONTENTS Key Information 3 Assessor Decision 3 Milestone Dates 3 Introduction 4 Assessment Objectives 4 Feedback Against the Assessment

More information

CONTINUING PROFESSIONAL DEVELOPMENT FOR EDUCATIONAL LEADERS

CONTINUING PROFESSIONAL DEVELOPMENT FOR EDUCATIONAL LEADERS CONTINUING PROFESSIONAL DEVELOPMENT FOR EDUCATIONAL LEADERS 1 When the best leader s work is done, the people say, We did it ourselves. Lao-tsu 2 Context A Teaching Profession for the 21 st Century, the

More information

Chartered Manager Degree Apprenticeship Assessment Plan

Chartered Manager Degree Apprenticeship Assessment Plan Chartered Manager Degree Apprenticeship Assessment Plan Crown copyright 2015 You may re-use this information (not including logos) free of charge in any format or medium, under the terms of the Open Government

More information

People Strategy 2013/17

People Strategy 2013/17 D a t a L a b e l : P U B L I C West Lothian Council People Strategy 2013/17 Contents 1 Overview 2 2 Council Priorities 8 3 Strategy Outcomes 10 1 Engaging and motivating our employees 13 2 Recognised

More information

Organisational Development Strategy 2008-2011

Organisational Development Strategy 2008-2011 Organisational Development Strategy 2008-2011 From fair to good Through the development of people skills to drive COMMUNICATION PARTNERSHIP LEADERSHIP CULTURE CHANGE PEOPLE PERFORMANCE - 26 - Agenda Item

More information

SEMESTER III B) HUMAN RESOURCE MANAGEMENT

SEMESTER III B) HUMAN RESOURCE MANAGEMENT SEMESTER III B) HUMAN RESOURCE MANAGEMENT HUMAN RESOURCE PLANNING Unit-1 LEARNING ORGANIZATION AND LEADERSHIP Unit-2 BASICS OF HUMAN RESOURCE PLANNING Macro Level Scenario of Human Resource Planning Concepts

More information

Leadership in public education

Leadership in public education Leadership in public education Policy direction overview Discussion paper three Great educational leaders transform the lives of young people and enrich our whole community. They are the exceptional men

More information

Role Description Enterprise Architect and Solutions Delivery Manager

Role Description Enterprise Architect and Solutions Delivery Manager Role Description Enterprise Architect and Solutions Delivery Manager Cluster Agency Division Location Classification/Grade/Band Kind of Employment NSW Health Cancer Institute NSW Information Technology

More information

By defining a set of specific performance objectives we can utilise a range of tailor-made solutions

By defining a set of specific performance objectives we can utilise a range of tailor-made solutions Transformational Leadership Training Unlocking Team Potential Strategic Change Management Maximising Team Efficiency By defining a set of specific performance objectives we can utilise a range of tailor-made

More information

Australian Professional Standard for Principals

Australian Professional Standard for Principals AITSL is funded by the Australian Government Australian Professional Standard for Principals July 2011 Formerly the National Professional Standard for Principals 2011 Education Services Australia as the

More information

Transitional Strategic Plan Youth Work Ireland 2013 & 2014

Transitional Strategic Plan Youth Work Ireland 2013 & 2014 Transitional Strategic Plan Youth Work Ireland 2013 & 2014 February 2013 PROLOGUE Welcome to Youth Work Ireland s Transitional Strategic Plan 2013 and 2014. As our Board evaluated the outcomes and impacts

More information

LSBU Leadership Development Strategy

LSBU Leadership Development Strategy LSBU Leadership Development Strategy Leadership has never been more important at LSBU, stakeholder expectations are rising, we urgently need to improve our rating in league tables, resources are tighter

More information

BRICE ROBERTS BUSINESS CONSULTING SERVICES

BRICE ROBERTS BUSINESS CONSULTING SERVICES BRICE ROBERTS BUSINESS CONSULTING SERVICES BROCHURE: TRAINING AND DEVELOPMENT PROGRAMMES RE-AWAKENING SPIRIT - TRANSFORMING RESULTS For Further Information: Contact: Brice Roberts Business Consulting Services

More information

School business management competency framework

School business management competency framework Professional development Schools School business management competency framework A guide to continuous professional development for SBMs Foreword National Association of School Business Management The

More information

Risk Management Plan 2012-2015

Risk Management Plan 2012-2015 Risk Management Plan 2012-2015 This controlled document shall not be copied in part or whole without the express permission of the author or the author s representative. Revision Date Previous Revision

More information

CHESHIRE EAST COUNCIL

CHESHIRE EAST COUNCIL CHESHIRE EAST COUNCIL REPORT TO: Staffing Committee Date of Meeting: 7 January 2010 Report of: Paul Bradshaw, Head of Human Resources & Organisational Development Subject/Title: HR Update Portfolio Holder:

More information

Number of staff responsible 11 for Budget responsibility ( ) 4,000,000. Purpose of Job:

Number of staff responsible 11 for Budget responsibility ( ) 4,000,000. Purpose of Job: Job Title Assistant Director, Policy, Intelligence and Analysis (incorporating Programme Director, Future Shape of the Council) Barnet Band and scale range 241-244 Reports to Director of Strategy (and

More information

Leadership and Management Framework Responsibilities

Leadership and Management Framework Responsibilities Leadership and Management Framework Responsibilities Leading and Managing People 1. Provide clear purpose and direction to your team 2. Understand and communicate measurable performance objectives 3. Supervise

More information

WOKINGHAM BOROUGH COUNCIL JOB DESCRIPTION

WOKINGHAM BOROUGH COUNCIL JOB DESCRIPTION WOKINGHAM BOROUGH COUNCIL JOB DESCRIPTION Job Title: Learning & Development Job Ref: 4269, 5100 Consultant Service: Business Services Section: HR Reports Learning & Development Location: Shute End To:

More information

CONCORDAT IMPLEMENTATION

CONCORDAT IMPLEMENTATION CONCORDAT IMPLEMENTATION UNIVERSITY OF ABERDEEN HR EXCELLENCE IN RESEARCH AWARD TWO YEAR INTERNAL REVIEW PROGRESS REPORT. The University of Aberdeen received the HR Excellence Award for Excellence in December

More information

What is this Unit about? Who is this Unit for?

What is this Unit about? Who is this Unit for? H12J 04 (CFAS4.1) Lead a sales team What is this Unit about? This Unit is about how you provide direction to the members of the sales team by motivating and supporting them to achieve their team and individual

More information

Professional Leadership. Clarence Da Gama Pinto

Professional Leadership. Clarence Da Gama Pinto Professional Leadership Clarence Da Gama Pinto REFLECTION OPPORTUNITY DOING & DECIDING DOING & DECIDING 2 Winning power to lead professionals is no easy task. Before a leader can be accepted, let alone

More information

Certificate IV in Frontline Management

Certificate IV in Frontline Management MARCH 2011 Certificate IV in Frontline Management Ai Group is pleased to provide you with information regarding the Certificate IV in Frontline Management - BSB40807. BENEFITS OF TRAINING Effective training

More information

EAST AYRSHIRE COUNCIL CABINET 23 JUNE 2010 REVISED COMPETENCY FRAMEWORK. Report by Executive Director of Finance and Corporate Support

EAST AYRSHIRE COUNCIL CABINET 23 JUNE 2010 REVISED COMPETENCY FRAMEWORK. Report by Executive Director of Finance and Corporate Support EAST AYRSHIRE COUNCIL CABINET 23 JUNE 2010 REVISED COMPETENCY FRAMEWORK Report by Executive Director of Finance and Corporate Support 1. PURPOSE OF REPORT 1.1 The purpose of this report is to recommend

More information

To build a human resource academy where the following specific objectives are met:

To build a human resource academy where the following specific objectives are met: NON-DEGREE PROGRAMS In line with the objective of accreditation and professionalization of the people management, the CHRM short courses have been re-designed into five classifications: regular public

More information

Future Leaders Programme

Future Leaders Programme Future Leaders Programme LEADERSHIP DEVELOPMENT 1 Message from the Vice-Chancellor Dear colleagues, we have developed a radical, ambitious and achievable Vision for our future. Achieving this Vision requires

More information

Leadership in Action Briefing Pack: Cohorts 15 & 16

Leadership in Action Briefing Pack: Cohorts 15 & 16 Leadership in Action Briefing Pack: Cohorts 15 & 16 Introduction 2 1 Context of leadership development at the University of York 3 2 Principles of the core leadership programmes 5 3 Methodology and principles

More information

Professionalisation of management and leadership

Professionalisation of management and leadership Sheila Gupta Professionalisation of management and leadership Sheila Gupta, Director of Human Resources, Edinburgh University This article shows the importance of appropriate governance and management

More information

Right: People Roles Recognition - Culture

Right: People Roles Recognition - Culture Our HR Strategy sion Vi Our ambitious new strategy requires a workforce which can demonstrate speed and agility; to achieve this we need to recruit, develop and retain people with the right skills, knowledge

More information

Lecturer Job Description - Maths Graduate

Lecturer Job Description - Maths Graduate Lecturer Job Description - Maths Graduate Date : May 2014 Reports to : Section Leader, Skills for Life Introduction Bicton College s Values are embodied in the following statements: We are student focussed

More information

Human Capital Development FY15

Human Capital Development FY15 1. Introduction This document forms part of our Disclosures on Management Approach (DMA) series, prepared in accordance with the Global Reporting Initiative s G4 Guidelines. The DMA series is designed

More information

Leads pedagogical practice. Promotes professional learning

Leads pedagogical practice. Promotes professional learning Leading teaching and learning 1 Creates a student centred learning environment 4 Builds capacity Developing self and others Leading teaching and learning 2 Leads pedagogical practice Developing self and

More information

Introduction. Chris Harrop, Chief Executive

Introduction. Chris Harrop, Chief Executive Page 1 of 10 Introduction I am proud to be the Chief Executive of the Walton Centre NHS Foundation Trust with its reputation for excellent patient care, quality services and sustainability. Over the last

More information

Leadership & People Management WSQ

Leadership & People Management WSQ Our frontline leaders in SIA are empowered to lead our service teams to achieve the highest levels of service excellence. They are trained in core functional skills as well as given the opportunity to

More information

Post-graduate Programmes in Construction. Chartered Institute of Building; Royal Institution of Chartered Surveyors

Post-graduate Programmes in Construction. Chartered Institute of Building; Royal Institution of Chartered Surveyors MSc Construction Management (full-time) For students entering in 2014/5 Awarding Institution: Teaching Institution: Relevant QAA subject Benchmarking group(s): Faculty: Programme length: Date of specification:

More information

Our Framework Summary

Our Framework Summary Our Framework Summary REVIEW Evaluate and improve P Develop str improve Take action to improve DO We believe organisations succeed by realising the potential of their people. Because good people make a

More information

JOB AND PERSON SPECIFICATION. It has an annual budget of approximately 50 million and currently a staff of approximately 300.

JOB AND PERSON SPECIFICATION. It has an annual budget of approximately 50 million and currently a staff of approximately 300. JOB AND PERSON SPECIFICATION Job Title: Division Grade: HR Adviser - HR Operations Section G Reports To: Head of HR Operations General Information The Commonwealth Secretariat is the principal intergovernmental

More information

Attribute 1: COMMUNICATION

Attribute 1: COMMUNICATION The positive are intended for use as a guide only and are not exhaustive. Not ALL will be applicable to ALL roles within a grade and in some cases may be appropriate to a Attribute 1: COMMUNICATION Level

More information

JOB DESCRIPTION. Identify and strengthen opportunities for collaboration and delivery across NHS 24's digital service provision

JOB DESCRIPTION. Identify and strengthen opportunities for collaboration and delivery across NHS 24's digital service provision JOB DESCRIPTION 1. JOB IDENTIFICATION Job Title: Responsible to: Department(s)/Location: LiU Service Manager SCTT Head of Development (Telecare) Medical Directorate, Cardonald, Norseman House, or such

More information

Release: 3. TAE80210 Graduate Diploma of Management (Learning)

Release: 3. TAE80210 Graduate Diploma of Management (Learning) Release: 3 TAE80210 Graduate Diploma of Management (Learning) TAE80210 Vocational Graduate Diploma of Management (Learning) Modification History Version Comments Release 3 Released with TAE10 Training

More information

TAE80210 Vocational Graduate Diploma of Management (Learning)

TAE80210 Vocational Graduate Diploma of Management (Learning) TAE80210 Vocational Graduate Diploma of Management (Learning) Revision Number: 1 TAE80210 Vocational Graduate Diploma of Management (Learning) Modification History Not applicable. Approved Page 2 of 10

More information

ABS Leadership and Management Charter

ABS Leadership and Management Charter The ship and Management Development Charter is a comprehensive and inclusive capability development strategy, designed to provide greater transparency and structure to the development of ABS leaders and

More information

Social Media and Digital Marketing (England)

Social Media and Digital Marketing (England) Social Media and Digital Marketing (England) Latest framework version? Please use this link to see if this is the latest issued version of this framework: afo.sscalliance.org/frameworkslibrary/index.cfm?id=fr01743

More information

Report of a Peer Learning Activity in Limassol, Cyprus 17 21 October 2010. School Leadership for learning

Report of a Peer Learning Activity in Limassol, Cyprus 17 21 October 2010. School Leadership for learning EUROPEAN COMMISSION Directorate-General for Education and Culture Life Long Learning: policy and programmes School Education; Comenius Education and Training 2020 programme Thematic Working Group 'Teacher

More information

A new era for HR. Trinity College Dublin Human Resources Strategy 2014 to 2019

A new era for HR. Trinity College Dublin Human Resources Strategy 2014 to 2019 A new era for HR Trinity College Dublin Human Resources Strategy 2014 to 2019 Introduction This revised HR strategy is a response from the HR function in College to the new College Strategy 2014-2019,

More information

The Standards for Leadership and Management: supporting leadership and management development December 2012

The Standards for Leadership and Management: supporting leadership and management development December 2012 DRIVING FORWARD PROFESSIONAL STANDARDS FOR TEACHERS The Standards for Leadership and Management: supporting leadership and management development December 2012 Contents Page The Standards for Leadership

More information

Diploma In Coaching For High Performance & Business Improvement

Diploma In Coaching For High Performance & Business Improvement THE HOUSTON EXCHANGE POWERFUL, PROFITABLE CONVERSATIONS Diploma In Coaching For High Performance & Business Improvement A professional coaching qualification for Leaders, Managers and HR professionals

More information

Corporate Governance Framework June 2015

Corporate Governance Framework June 2015 Corporate Governance Framework June 2015 This publication has been compiled by Don Clunes of the Office of the Director-General, Department of Energy and Water Supply. State of Queensland, 2015. The Queensland

More information

JULY 1, 2010 JUNE 30, 2013 STRATEGIC PLAN

JULY 1, 2010 JUNE 30, 2013 STRATEGIC PLAN DEPARTMENT OF HUMAN RESOURCES JULY 1, 2010 JUNE 30, 2013 STRATEGIC PLAN Introduction Human resource strategies are institutional efforts to support people (leaders, faculty and staff) to contribute to

More information

Executive Coaching in the BBC

Executive Coaching in the BBC Executive Coaching in the BBC Jane Saunders Coaching Network Manager The Need for Coaching The constant climate of change causing insecurity, reduced motivation, disengagement, need for leadership and

More information

Personal Development Competency Project Professional Services. A 3-part guide for managers and staff

Personal Development Competency Project Professional Services. A 3-part guide for managers and staff Personal Development Competency Project Professional Services A 3-part guide for managers and staff Contents The competencies 3 Background and introduction to the competencies 3 The competencies referenced

More information

January 2016. Communications Manager: Information for Candidates

January 2016. Communications Manager: Information for Candidates January 2016 Communications Manager: Information for Candidates Thank you for expressing interest in the role of Communications Manager. We have compiled this information pack to tell you more about The

More information

Management & Leadership

Management & Leadership Management & Leadership Overview The Management and Leadership qualifications aim to contribute to the skills, knowledge and overall performance of management and aid career progression. The qualifications

More information

We believe organisations succeed by realising the potential of their people. Because good people make a great business.

We believe organisations succeed by realising the potential of their people. Because good people make a great business. We believe organisations succeed by realising the potential of their people. Because good people make a great business. Our unique approach The Investors in People Framework underpins our assessment methodology.

More information

Performance Review Completion Notes

Performance Review Completion Notes Directorate of Education & Lifelong Learning Performance Review Form Notes Performance Review Completion Notes These completion notes have been prepared to assist line managers to engage in a quality Performance

More information

Catherine Booth College: School for Learning & Development. The Salvation Army Capability Framework: Generic Matrix

Catherine Booth College: School for Learning & Development. The Salvation Army Capability Framework: Generic Matrix Catherine Booth College: School for Learning & Development The Salvation Army Capability Framework: Generic Matrix V3.0 Sep 2014 Contents ATTRIBUTES... 5 SERVICE USER PERSPECTIVE... 6 TEAM PERSPECTIVE...

More information

Building and implementing an effective local workforce strategy

Building and implementing an effective local workforce strategy Inspiring leaders to improve children s lives Building and implementing an effective local workforce strategy Module 4: project managing the workforce strategy development process August 2010 Resource

More information

People Management and Leadership Training That Gets Results!

People Management and Leadership Training That Gets Results! and Leadership Training That Gets! Welcome to Great Managers! A 5 year Australian Government-funded research report, Leadership, Culture and Management Practices of High Performing Workplaces: The High

More information

All LJMU programmes are delivered and assessed in English

All LJMU programmes are delivered and assessed in English PROGRAMME SPECIFICATION Bachelor of Arts with Honours in Business Management Awarding institution Teaching institution UCAS Code JACS Code Programme Duration Language of Programme Subject benchmark statement

More information

STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY

STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY An Overview Designing, driving and implementing people management strategies, processes and projects for real business value HR Strategic

More information

Chapter 1: Health & Safety Management Systems (SMS) Leadership and Organisational Safety Culture

Chapter 1: Health & Safety Management Systems (SMS) Leadership and Organisational Safety Culture Chapter 1: Health & Safety Management Systems (SMS) Leadership and Organisational Safety Culture 3 29 Safety Matters! A Guide to Health & Safety at Work Chapter outline Leadership and Organisational Safety

More information

FIVE YEAR HR STRATEGIC PLAN 2012/13 2016/17

FIVE YEAR HR STRATEGIC PLAN 2012/13 2016/17 FIVE YEAR HR STRATEGIC PLAN 2012/13 2016/17 Section 1: Background 1.1 The Human Resources Office underwent a major restructuring exercise in 2011 and is now professionally staffed and grouped into work

More information

VPQ Level 6 Business, Management and Enterprise

VPQ Level 6 Business, Management and Enterprise VPQ Level 6 Business, Management and Enterprise VPQ Level 6 Certificate in Business, Management and Enterprise The VPQ Level 6 Certificate in Business, Management and Enterprise is a 30 credit qualification.

More information

APPENDIX 1 POSITION DESCRIPTION. Name Signature Date. Name Signature Date. Position: Intermediate/Senior Planner (Career Progression Level 3-4)

APPENDIX 1 POSITION DESCRIPTION. Name Signature Date. Name Signature Date. Position: Intermediate/Senior Planner (Career Progression Level 3-4) APPENDIX 1 POSITION DESCRIPTION Employee: Manager: Position: Intermediate/Senior Planner (Career Progression Level 3-4) Location: Reports to: Purpose: Gisborne, New Zealand Senior Projects Engineer (Water

More information

Executive summary. January Growing the health and well-being agenda: From first steps to full potential

Executive summary. January Growing the health and well-being agenda: From first steps to full potential Executive summary January 2016 Growing the health and well-being agenda: From first steps to full potential The CIPD is the professional body for HR and people development. The not-for-profit organisation

More information

ASSOCIATION OF AFRICAN BUSINESS SCHOOLS. BUSINESS SCHOOL QUALITY REVIEW Draft dated 10 November 2010

ASSOCIATION OF AFRICAN BUSINESS SCHOOLS. BUSINESS SCHOOL QUALITY REVIEW Draft dated 10 November 2010 ASSOCIATION OF AFRICAN BUSINESS SCHOOLS BUSINESS SCHOOL QUALITY REVIEW Draft dated 10 November 2010 The AABS quality review entails a group of peers visiting a member or prospective member school to discuss

More information

REPORT OF THE SERVICE DIRECTOR CUSTOM ERS AND HUMAN RESOURCES WORK BASED COACHING IN NOTTINGHAMSHIRE COUNTY COUNCIL

REPORT OF THE SERVICE DIRECTOR CUSTOM ERS AND HUMAN RESOURCES WORK BASED COACHING IN NOTTINGHAMSHIRE COUNTY COUNCIL Report to Personnel Committee REPORT OF THE SERVICE DIRECTOR CUSTOM ERS AND HUMAN RESOURCES 20th January 2016 WORK BASED COACHING IN NOTTINGHAMSHIRE COUNTY COUNCIL Agenda Item: 4 Purpose of the Report

More information

DFID CORE COMPETENCY FRAMEWORK

DFID CORE COMPETENCY FRAMEWORK DFID CORE COMPETENCY FRAMEWORK DFID s Core Competency Framework presents competencies in three clusters as shown below. The red cluster groups the work-related competencies, the green has peoplerelated

More information

IMI Diploma in the Management of Compliance. Summit Finuas Network in Association with the IMI and UCC

IMI Diploma in the Management of Compliance. Summit Finuas Network in Association with the IMI and UCC IMI Diploma in the Management of Compliance Summit Finuas Network in Association with the IMI and UCC Programme Overview Recent global economic crises highlight with devastating impact what happens when

More information

Role Profile Early Learning Centre Qualified Child Care Co-Educator

Role Profile Early Learning Centre Qualified Child Care Co-Educator Division/Section: Early Learning Role Profile Early Learning Centre Qualified Child Care Co-Educator Reports to: Deputy Head of School - Preparatory. Role Purpose: To work with staff and children in accordance

More information

Human Resources Strategy. 2.1 be a great place to work with employees committed to University objectives and valued for their contribution

Human Resources Strategy. 2.1 be a great place to work with employees committed to University objectives and valued for their contribution Human Resources Strategy 1. Introduction and Background 2. Human Resources Objectives and Strategy 2.1 be a great place to work with employees committed to University objectives and valued for their contribution

More information

Appendix 1: Performance Management Guidance

Appendix 1: Performance Management Guidance Appendix 1: Performance Management Guidance The approach to Performance Management as outlined in the Strategy is to be rolled out principally by Heads of Service as part of mainstream service management.

More information

THE WELLBEING FRAMEWORK FOR SCHOOLS

THE WELLBEING FRAMEWORK FOR SCHOOLS April 2015 21/04/15_16531 CONNECT SUCCEED THRIVE THE WELLBEING FRAMEWORK FOR SCHOOLS Introduction The NSW Department of Education and Communities (DEC) is committed to creating quality learning opportunities

More information